Managing Oracle EBS implementation and technical projects.

Led Oracle Fusion application implementation and upgrade projects, including Financials, HCM, SCM, and Procurement. Also managed Oracle engineered solution installations, configurations, and migration projects. Implemented solutions delivered on both Cloud and On Premise infrastructure. Used Oracle's Unified Methodology (OUM), Oracle's Unified Method for Cloud Application Services, Microsoft Project, Jira, and SmartSheet as the primary tools for managing these Oracle Fusion projects.

• Executive Consultant & Project Manager for Hire.• Provided start-ups and venture-backed companies with value-added consulting services, including interim CxO, investment due diligence, business planning, turn-around expertise, and strategies for organizational and geographic scaling.• Consulting assignments included: - Advisor to SocialSource - provided company formation and product development strategy advice to the CEO of this media and safe internet start-up. - Interim CEO at Sensify, US Inc.

Completed a consulting assignment as interim CEO of this angel-backed start-up. The company was named KeyTone Technologies at the time, and it designed, developed, and deployed solutions in the IoT (Internet of Things) space, using inputs from a variety of sensors including RFID, GPS, temperature, and Bar Codes. These inputs were fed into a cloud-based M2M layer, and then used to provide real-time Asset Tracking, In-transit Cargo Monitoring, and a variety of Inventory Management solutions delivered via SaaS or on-premise. The company provided this service to customers around the world, both direct and via trusted solution partners.

• Served as Chief Delivery Officer - Platform Software.• Led the teams that deployed and optimized all software solutions at this large ($200 million+) privately-held SaaS software and services company.• The key challenges during this assignment were rapidly scaling the professional services organization, minimizing the cost impact of the larger organization on company's profits, and reducing the length of the project timeline for new customers. I successfully overcame these challenges by: - Building a world-class senior leadership team through hiring and mentoring. - Forging strong, positive relationships with internal HR and key external contractors to significantly increase the flow of new candidates. These efforts resulted in growth of the professional services organization from 127 to more than 200 FTE's in less than a year. - Increasing the size and quality of our project management team. Also created a standardized methodology for implementing our core SaaS products. Through this was able to scale the organization's ability to handle more projects yet with increased quality: The number of active projects grew from 17 to over 45 in one year. The average implementation time decreased from 16 weeks to 8 weeks. - Finally, established strong relationships with senior executives at 24/7's customers and partners, resulting in the amount of services revenue doubling. Was also able to reduce costs by almost 10% (more than $1million cost reduction). The combination of these two factors improved company profit margins by more than $2 Million.

• Rebuilt relationships with senior executives at PINC’s customers and partners, resulting in renewal of several key customers and significant new orders.• Added new key customers, including Amazon, Kellogg’s, SC Johnson, SuperValu, and Daimler Trucks.• Built a world-class executive team through hiring and mentoring. Through them: - More than doubled the customer base in 2½ years. - Established PINC as the recognized leader in its SaaS-based, IoT market space. - Delivered an innovative solution that positioned the company for high growth in a new IoT visibility area with the supply chain market.

• Provided fund-raising and business planning expertise to the CEO of this IoT (GPS Tracking/Telematics) start-up.• Met with existing and new investors to present business plan and assist CEO with fund-raising activities.

• Assisted this VC with due diligence on a possible investment in the IoT (GPS Tracking/Telematics) space.• Met with management team of the target company. Provided verbal and written reports with findings.

• Served as SVP, Global Operations for this SaaS-based, IoT solution company.• The key challenges during this assignment were scaling up the size of the Professional Services organization, improving the quality and predictability of implementations, and increasing the conversion rate of pilots into paying customers. Overcame these challenges by: - Building a Professional Services leadership team through hiring, promotion, and mentoring. - Built a nation-wide network of 3rd-party installers, increasing implementation capacity more than 500%. - Created, documented, and trained new employees and 3rd-party contractors on standard processes for all new vehicle installations. - Increased the size and quality of the project management team. - Ensured attainment of ISO 9001 certification at the company's manufacturing facility in Shenzhen, China, resulting in higher quality products which reduced returns and replacements. - Expanded the size and quality of the company's Business Process Outsourcing (BPO) team and facility in Hyderabad, India. - Upgraded quality, enhanced reliability, and tripled capacity of its SaaS hosting infrastructure, resulting in less down time and reduced IT Operations costs.

• Successfully led the transition and integration of @Road into Trimble following the acquisition of this SaaS-based IoT solution company.• Rebuilt a senior leadership team after departure of founder and majority of senior executives following acquisition of @Road by Trimble. Through this team accomplished the following:- Grew revenue from $85 million to over $100 million revenue; delivered $12 million EBIT.- Achieved largest quarterly activations in company’s history – deployed over 20,000 units.- Implemented company-wide sales process using “Value Selling” methodology and training.- Drove implementation of several Lean Six Sigma projects to improve & streamline processes.- Oversaw comprehensive reimplementation of ERP to enable new automation and processes.

• Rebuilt a senior leadership team after departure of founder and majority of senior executives following acquisition of @Road by Trimble. Through this team accomplished the following:- Grew revenue from $85 million to over $100 million revenue; delivered $12 million EBIT- Achieved largest quarterly activations in company’s history – deployed over 20,000 units- Implemented company-wide sales process using “Value Selling” methodology and training- Drove implementation of several Lean Six Sigma projects to improve & streamline processes- Oversaw comprehensive reimplementation of ERP to enable new automation and processes

• Restructured Professional Services, Manufacturing, and Customer Care for this SaaS-based IoT solution company. The key challenges were ensuring small pilot projects expanded into full implementations for strategic customers (those with greater than 1,000 vehicles), reducing customer cancellations (churn), and accomplishing this without increasing costs of customer operations. These challenges were overcome by: - Building a new senior operations leadership team through hiring, promotion, and mentoring. - Moved a number of customer care functions to India. Used the savings to significantly upgrade the project and program management team; also created a new implementation methodology for strategic customers. Result: * @Road became the most reliable, lowest risk choice for companies with large field service teams. * Sales pilot conversion rate more than doubled. - Established new set of customer care metrics; used company's SaaS data to create reports and alerts, became pro-active with customer base and often acted on problems before customer was aware. The result was the customer cancellations (churn) reduced by 60% within the first two quarters of new approach. - Partnered with the APAC Sales Executive to enable the company's entry into Australia. Established senior-level relationships with key customers and strategic partners in the new region, resulting in a significant new strategic customer (Telstra) and a number of key sales partners. - Ensured the UK software development and professional services organizations achieved ISO-9001 TickIT recertification.

• Led significant expansion of the Professional Services, Customer Care, and Software Development teams at this venture capital-backed, enterprise software start-up.• The key challenge for this assignment was to scale up the size of the professional services organization, while enabling key system integration partners to also implement the solution. Also, senior-level relationships at both new and existing customers required significant attention to improve customer satisfaction, retention, and referenceability.• Improved the operations leadership team through mentoring and team-building. Through them: - Restructured Professional Services, adding a new program management function to facilitate C-level relationships at our customers. - Led the development of a standardized software implementation methodology, and the creation of a curriculum for training new hires and partners. - Overhauled reporting and forecasting process; improved visibility into utilization, costs, and professional services sales pipeline to ensure timely hiring of new services personnel. - Successfully implemented first US customer by teaming with a US-based SI partner. - Restructured Customer Care; assigned senior customer care reps to key customers to improve satisfaction; this was further enabled by the implementation of an automated trouble ticket and CRM solution. - Drove the development a significant new software module in an accelerated time frame, while still maintaining quality and existing commitments. - Achieved ISO 9001 TickIT re-certification for the software development team.

• Led the delivery of consulting and education services by more than 250 consultants and trainers to customers in eleven countries across EMEA.• Created an EMEA-wide Professional Services leadership group through team-building. Through them: - Initiated cost reduction program to return regions to profitability; resulted in doubling of profits from fiscal year 2002 to 2003. - Overhauled reporting and forecasting processes; implemented new internal systems to improve visibility into utilization, costs, and Professional Services sales pipeline. - Ensured organization achieved ISO-9001 recertification. - Improved partnership with the software sales team, resulting in new orders and an increase in the size of the sales pipeline by more than 100%.

• Founder of this sales and consulting start-up company.• Provided sales and implementation of Enterprise Asset Management (early IoT) software to customers in Russia and the rest of the Commonwealth of Independent States (CIS).

• Led the sales and implementation of Enterprise Asset Management (early IoT) software to customers across EMEA.• Increased Net Revenue 26% and Net Contribution by 15%; EMEA was the most profitable region in 2001.• Established a translation and Customer Care center in Prague, providing coverage to Europe, Russia, and the Middle East.• Led the company’s entry into Russia, Kazakhstan, Central Europe, and the Middle East.

• Served as Managing Director of the UK subsidiary.• Led the sales and delivery of a wide range of IT consulting services to customers in UK, Europe, and USA, profitably utilizing more than 300 employees in 6 offices across the UK.• Delivered £26 Million in profitable revenue.• Rebuilt the sales force from 5 to 15 reps in six months; increased sales pipeline over 400%.• Led the company’s entry into the USA marketplace; closed first major contract there.

• Led the sales and implementation of Enterprise Asset Management (early IoT) software to customers across Asia Pacific. Accomplished this through the efforts of 75 employees located in Australia, Singapore, Philippines, and Hong Kong.• Forged the company’s strategy to target Japan; closed first major contract there.

• Led the delivery of Enterprise Asset Management (early IoT) software to customers across North America and Latin America.• Accomplished this through the profitable utilization of more than 160 consultants, educators, and full-time contractors.• Increased profitability from -10% to +40% in 15 months by focusing on utilization, billing rates, and increasing average deal size for Professional Services.• Led the development of a new SDLC methodology for the implementation of the company's software. Ensured all consultants across the globe were trained in and utilized this new methodology.

• Member of the senior executive team that grew revenue from $6 million in 1993 to $80 million in 1997.• Led the company’s re-engineering of it’s flagship software from mainframe to client/server, GUI architecture using Oracle DBMS and PowerBuilder.• Established new software development centers in the UK and France.• Implemented new software development life cycle methodology (SDLC) to establish predictability and improve quality of new GUI-based, client/server software architecture.

• Led the delivery of Oracle ERP implementations and general technology consulting services to customers in the eastern region of the USA.• Accomplished this through the profitable utilization of more than 180 consultants in five offices from Boston to Atlanta.• Increased billable utilization from 45% to 75% by re-structuring projects, selling new services, and improving visibility into the services sales pipeline. This also resulted in professional services profitability increasing from -3% to 35% year-over-year.• Also led the delivery of general technology and custom application development services to Oracle's U.S. Air Force customers.